Textual objects and strategizing: the influence of documents as active objects on strategic recursiveness

References

• Alvesson, M., & Kärreman, D. (2000). Varieties of discourse: On the study of organizations through discourse analysis. Human Relations, 53(9), 1125–1149. doi: 10.1177/0018726700539002
   Web of Science ®Google Scholar
• Alvesson, M., & Sköldberg, K. (2008). Reflexive methodology. London: Sage.
   Google Scholar
• Ashcraft, K., Kuhn, T., & Cooren, F. (2009). Constitutional amendments: ‘Materializing’ organizational communication. The Academy of Management Annals, 3(1), 1–64. doi: 10.1080/19416520903047186
   Web of Science ®Google Scholar
• Balogun, J., Jacobs, C., Jarzabkowski, P., Mantere, S., & Vaara, E. (2014). Placing strategy discourse in context: Sociomateriality, sensemaking and power. Journal of Management Studies, 51(2), 175–201. doi: 10.1111/joms.12059
   Web of Science ®Google Scholar
• Barker, C. (2005). Cultural studies: Theory and practice. London: Sage.
   Google Scholar
• Barney, J. (1991). Firm resources and sustained competitive advantage. Journal of Management, 17(1), 99–120. doi: 10.1177/014920639101700108
   Web of Science ®Google Scholar
• Barry, D., & Elmes, M. (1997). Strategy retold: Toward a narrative view of strategic discourse. Academy of Management Review, 22(2), 429–452.
   Web of Science ®Google Scholar
• Barthes, R. (1968/1977). The death of the author. In S. Heath (Ed.), Image, music, text (pp. 142–148). New York: Hill and Wang.
   Google Scholar
• Baudrillard, J. (1970/1988). The consumer society: Myths and structures. London: Sage.
   Google Scholar
• Bazerman, C. (1997). Discursively structured activities. Mind, Culture, and Activity, 4(4), 296–308. doi: 10.1207/s15327884mca0404_6
   Google Scholar
• Belmondo, C., & Sargis–Roussel, C. (2015). Negotiating language, meaning and intention: Strategy infrastructure as the outcome of using a strategy tool through transforming strategy objects. British Journal of Management, 26(S1), S90–S104. doi: 10.1111/1467-8551.12070
   Google Scholar
• Bjerke, B. (2003). Framgångsrika intervjuer. In B. Gustavsson (Ed.), Kunskapande metoder inom samhällsvetenskapen (pp. 233–254). Lund: Studentlitteratur.
   Google Scholar
• Brown, A. (2004). Authoritative sensemaking in a public inquiry report. Organization Studies, 25(1), 95–112. doi: 10.1177/0170840604038182
   Web of Science ®Google Scholar
• Brown, A., Ainsworth, S., & Grant, D. (2012). The rhetoric of institutional change. Organization Studies, 33(3), 297–321. doi: 10.1177/0170840611435598
   Web of Science ®Google Scholar
• Callon, M. (1986). Some elements of sociology of translation: Domestication of the scallops and the fishermen of St Brieuc Bay, In J. Law (Ed.), Power, action and belief: A new sociology of knowledge? (pp. 196–233) London: Routledge.
   Google Scholar
• Caves, R. E. (1980). Industrial organization: Corporate strategy and structure. Journal of Economic Literature, 18(1), 64–92.
   Web of Science ®Google Scholar
• Clark, P. (2000). Organisations in action: Competitions between contexts. London: Routledge.
   Google Scholar
• Contractor, N. S., & Erlich, M. C. (1993). Strategic ambiguity in the birth of a loosely coupled organization: The case of a $50-million experiment. Management Communication Quarterly, 6(3), 251–281. doi: 10.1177/0893318993006003002
   Google Scholar
• Cooren, F. (2004). Textual agency: How texts do things in organizational settings. Organization, 11(3), 373–393. doi: 10.1177/1350508404041998
   Web of Science ®Google Scholar
• Cooren, F., & Fairhurst, G. T. (2009). Dislocation and stabilization: How to scale up from interactions to organization. In L. L. Putnam & A. M. Nicotera (Eds.), The communicative constitution of organization: Centering organizational communication (pp. 117–152). Mahwah, NJ: Lawrence Erlbaum.
   Google Scholar
• Cyert, R. M., & March, J. G. (1963). A behavioural theory of the firm. Englewood Cliffs: Prentice Hall.
   Google Scholar
• Czarniawska, B. (2013). Things and words. Journal of Change Management, 13(3), 362–367. doi: 10.1080/14697017.2013.822677
   Google Scholar
• DiMaggio, P., & Powell, W. W. (1983). The iron cage revisited: Institutional isomorphism and collective rationality in organizational fields. American Sociological Review, 48(April), 147–180. doi: 10.2307/2095101
   Web of Science ®Google Scholar
• Dameron, S., Lê, J. K. & LeBaron, C. (2015). Materializing strategy and strategizing materials: Why matter matters. British Journal of Management, 26(S1), S1–S12. doi: 10.1111/1467-8551.12084
   Google Scholar
• Demir, R. (2015). Strategic activity as bundled affordances. British Journal of Management, 26(S1), S125–S141. doi: 10.1111/1467-8551.12083
   Web of Science ®Google Scholar
• Domini, A. (2001). Socially responsible investing: Making a difference and making money. Chicago: Dearborn Trade.
   Google Scholar
• Eisenberg, E. (1984). Ambiguity as strategy in organizational communication. Communication Monographs, 51(3), 227–242. doi: 10.1080/03637758409390197
   Web of Science ®Google Scholar
• Engeström, Y., & Blackler, F. (2005). Introduction: On the life of the object. Organization, 12(3), 307–330. doi: 10.1177/1350508405051268
   Web of Science ®Google Scholar
• Eriksson, P., & Lehtimäki, H. (2001). Strategy rhetoric in city management: How the presumptions of classic strategic management live on? Scandinavian Journal of Management, 17(2), 201–223. doi: 10.1016/S0956-5221(99)00029-9
   Google Scholar
• Ewenstein, B., & Whyte, J. (2009). Knowledge practices in design: The role of visual representations as ‘epistemic objects’. Organization Studies, 30(1), 7–30. doi: 10.1177/0170840608083014
   Web of Science ®Google Scholar
• Fenton, C., & Langley, A. (2011). Strategy as practice and the narrative turn. Organization Studies, 32(9), 1171–1196. doi: 10.1177/0170840611410838
   Web of Science ®Google Scholar
• Fiol, M. (2001). Revisiting an identity-based view of sustainable competitive advantage. Journal of Management, 27(6), 691–699. doi: 10.1177/014920630102700606
   Web of Science ®Google Scholar
• Fontana, A., & Frey, J. H. (2000). The interview: From structured questions to negotiated text. In N. K. Denzin & Y. S. Lincoln (Eds.), Handbook of qualitative research (2nd ed., pp. 645–672). Thousand Oaks: Sage Publications.
   Google Scholar
• Garud, R., & Karnöe, P. (2001). Path creation as a process of mindful deviation. In R. Garud & P. Karnöe (Eds.), Path dependence and creation (pp. 1–40). Mahwah, NJ: Lawrence Erlbaum.
   Google Scholar
• Geertz, C. (1983). Local knowledge: Essays in interpretive anthropology. New York: Basic Books.
   Google Scholar
• Geisler, C. (2001). Textual objects: Accounting for the role of texts in the everyday life of complex organizations. Written Communication, 18(3), 296–325. doi: 10.1177/0741088301018003003
   Web of Science ®Google Scholar
• Gibson, J. J. (1979). The ecological approach to visual perception. London: Houghton Mifflin.
   Google Scholar
• Giddens, A. (1984). The constitution of society. Cambridge: Polity Press.
   Google Scholar
• Gioia, D. A., Corley, K. G., & Hamilton, A. L. (2012). Seeking qualitative rigor in inductive research: Notes on the Gioia methodology. Organizational Research Methods, 16(1), 15–31. doi: 10.1177/1094428112452151
   Web of Science ®Google Scholar
• Grant, D., Hardy, C., Oswick, C., & Putnam, L. (2004). The Sage handbook of organizational discourse. London: Sage.
   Google Scholar
• Greener, I. (2002). Theorising path-dependency: How does history come to matter in organisations? Management Decisions, 40(6), 614–619. doi: 10.1108/00251740210434007
   Google Scholar
• Hamel, G., & Prahalad, C. K. (1989). Strategic intent. Harvard Business Review, 67(3), 63–76.
   PubMed Web of Science ®Google Scholar
• Hardy, C., Palmer, I., & Phillips, N. (2000). Discourse as a strategic resource. Human Relations, 53(9), 1227–1248. doi: 10.1177/0018726700539006
   Web of Science ®Google Scholar
• Hasselbladh, H. (1994). Lokala byråkratiseringsprocesser: Institutioner, tolkning och handling (Doctoral thesis). Department of Business Administration, Uppsala University, Uppsala.
   Google Scholar
• Hasselbladh, H., & Kallinikos, J. (2000). The project of rationalization: A critique and reappraisal of neo-institutionalism in organization studies. Organization Studies, 21(4), 697–720. doi: 10.1177/0170840600214002
   Web of Science ®Google Scholar
• Hewson, M. (2010). Agency. In A. Mills, G. Durepos, & E. Wiebe (Eds.), Encyclopedia of case study research, vols. 13–17 (pp. 13–17). Thousand Oaks: Sage.
   Google Scholar
• Hodgkinson, G. P., & Wright, G. (2002). Confronting strategic inertia in a top management team: Learning from failure. Organization Studies, 23(6), 949–977. doi: 10.1177/0170840602236014
   Web of Science ®Google Scholar
• Holmer–Nadesan, M. (1996). Organizational identity and space of action. Organization Studies, 17(1), 49–81. doi: 10.1177/017084069601700103
   Web of Science ®Google Scholar
• Jacobsen, D. I. (2002). Vad, hur och varför? Om metodval i företagsekonomi och andra samhällsvetenskapliga ämnen. Lund: Studentlitteratur.
   Google Scholar
• Jarratt, D., & Stiles, D. (2010). How are methodologies and tools framing managers’ strategizing practice in competitive strategy development? British Journal of Management, 21(1), 28–43. doi: 10.1111/j.1467-8551.2009.00665.x
   Web of Science ®Google Scholar
• Jarzabkowski, P. (2004). Strategy as practice: Recursiveness, adaptation, and practices-in-use. Organization Studies, 25(4), 529–560. doi: 10.1177/0170840604040675
   Web of Science ®Google Scholar
• Jarzabkowski, P., & Balogun, J. (2009). The practice and process of delivering integration through strategic planning. Journal of Management Studies, 46(8), 1255–1288. doi: 10.1111/j.1467-6486.2009.00853.x
   Web of Science ®Google Scholar
• Jarzabkowski, P., & Kaplan, S. (2015). Strategy tools-in-use: A framework for understanding ‘technologies of rationality’ in practice. Strategic Management Journal, 36(4), 537–558. doi: 10.1002/smj.2270
   Web of Science ®Google Scholar
• Jarzabkowski, P., Spee, A. P., & Smets, M. (2013). Material artifacts: Practices for doing strategy with ‘stuff’. European Management Journal, 31(1), 41–54. doi: 10.1016/j.emj.2012.09.001
   Web of Science ®Google Scholar
• Kaplan, S. (2011). Strategy and PowerPoint: An inquiry into the epistemic culture and machinery of strategy making. Organization Science, 22(2), 320–346. doi: 10.1287/orsc.1100.0531
   Web of Science ®Google Scholar
• Karim, S., & Mitchell, W. (2000). Path-dependency and path-breaking change: Reconfiguring business resources following acquisitions in the U.S. medical sector, 1978–1995. Strategic Management Journal, 21(10/11), 1061–1081. doi: 10.1002/1097-0266(200010/11)21:10/11<1061::AID-SMJ116>3.0.CO;2-G
   Web of Science ®Google Scholar
• Knorr-Cetina, K. (1997). Sociality with objects: Social relations in postsocial knowledge societies. Theory, Culture & Society, 14(4), 1–30. doi: 10.1177/026327697014004001
   Web of Science ®Google Scholar
• Knorr-Cetina, K. (2001). Postsocial relations: Theorizing sociality in a postsocial environment. In G. Ritzer & B. Smart (Eds.), Handbook of social theory (pp. 520–537). London: Sage
   Google Scholar
• Kornberger, M., & Clegg, S. (2011). Strategy as performative practice: The case of Sydney 2030. Strategic Organization, 9(2), 136–162. doi: 10.1177/1476127011407758
   Web of Science ®Google Scholar
• Kuhn, T. (2008). A communicative theory of the firm: Developing an alternative perspective on intra-organizational power and stakeholder relationships. Organization Studies, 29(8/9), 1227–1254. doi: 10.1177/0170840608094778
   Web of Science ®Google Scholar
• Kvale, S. (1997). Den kvalitativa forskningsintervjun. Lund: Studentlitteratur.
   Google Scholar
• Latour, B. (1987). Science in action. Cambridge MA: Harvard University Press.
   Google Scholar
• Latour, B. (1991). The impact of science studies on political philosophy. Science, Technology & Human Values, 16(1), 3–19. doi: 10.1177/016224399101600101
   Web of Science ®Google Scholar
• Latour, B. (1995). Mixing humans and nonhumans together. In J. L. Star (Ed.), Ecologies of knowledge: Work and politics in science and technology (pp. 257–277). Albany: SUNY Press.
   Google Scholar
• Latour, B. (2005). Reassembling the social: An introduction to actor-network theory. London: Oxford University Press.
   Google Scholar
• Law, J. (1994). Organizing modernity. Oxford: Blackwell.
   Google Scholar
• Lundgren, M. (2007). Moral till salu? Om materialisering av strategi i ett finansföretag ( Doctoral dissertation). University of Gothenburg, Gothenburg.
   Google Scholar
• Mansell, R., Avgerou, C., Quah, D., & Silverstone, R. (Eds.). (2007). The Oxford handbook of information and communication technologies. Oxford: Oxford University Press.
   Google Scholar
• McGivern, G., & Dopson, S. (2010). Inter-epistemic power and transforming knowledge objects in a biomedical network. Organization Studies, 31(12), 1667–1686. doi: 10.1177/0170840610380808
   Web of Science ®Google Scholar
• Merriam, S. B. (1994). Fallstudien som forskningsmetod. Lund: Studentlitteratur.
   Google Scholar
• Miettinen, R., & Virkkunen, J. (2005). Epistemic objects, artefacts and organizational change. Organization, 12(3), 437–456. doi: 10.1177/1350508405051279
   Web of Science ®Google Scholar
• Mintzberg, H. (1990). The design school: Reconsidering the basic premises of strategic management. Strategic Management Journal, 11(3), 171–195. doi: 10.1002/smj.4250110302
   Web of Science ®Google Scholar
• Mintzberg, H. (1991). Learning 1, planning 0: Reply to Igor Ansoff. Strategic Management Journal, 12(6), 463–466. doi: 10.1002/smj.4250120606
   Web of Science ®Google Scholar
• Mintzberg, H. (1994). The rise and fall of strategic planning. New York: Free Press.
   Google Scholar
• Mintzberg, H., & Lampel, J. (1999). Reflecting on the strategy process. Sloan Management Review, 40(3), Special Issue: In Search of Strategy, 21–30.
   Google Scholar
• Orlikowski, W. J. (2007). Sociomaterial practices: Exploring technology at work. Organization Studies, 28(9), 1435–1448. doi: 10.1177/0170840607081138
   Web of Science ®Google Scholar
• Orlikowski, W. J., & Scott, S. V. (2008). Sociomateriality: Challenging the separation of technology, work and organization. The Academy of Management Annals, 2(1), 433–474. doi: 10.1080/19416520802211644
   Web of Science ®Google Scholar
• Oswick, C. & Robertson, M. (2009). Boundary objects reconsidered: From bridges and anchors to barricades and mazes. Journal of Change Management, 9(2), 179–193. doi: 10.1080/14697010902879137
   Google Scholar
• Pettigrew, A. M. (1997). What is a processual analysis? Scandinavian Journal of Management, 13(4), 337–348. doi: 10.1016/S0956-5221(97)00020-1
   Google Scholar
• Potter, J. & Wetherell, M. (1987). Discourse and social psychology - Beyond attitudes and behaviour. London: Sage.
   Google Scholar
• Rafaeli, A., & Vilnai-Yavetz, I. (2004). Emotion as connection of physical artifacts and organizations. Organization Science, 15(6), 671–686. doi: 10.1287/orsc.1040.0083
   Web of Science ®Google Scholar
• Rennstam, J. (2012). Object-control: A study of technologically dense knowledge work. Organization Studies, 33(8), 1071–1090. doi: 10.1177/0170840612453527
   Web of Science ®Google Scholar
• Rheinberger, H.-J. (1997). Toward a history of epistemic things: Synthesizing proteins in the test tube. Stanford, CA: Stanford University Press.
   Google Scholar
• Rigby, D. (2003). Management tools survey 2003: Usage up as companies strives to make headway in tough times. Strategy and Leadership, 31(1), 4–11. doi: 10.1108/10878570310492005
   Google Scholar
• Rumelt, R. (1995). Inertia and transformation. In C.A. Montgomery (Ed.), Resource-based and evolutionary theories of the firm: Towards a synthesis (pp. 101–132). Boston: Kluwer Academic.
   Google Scholar
• Schatzki, T. R. (2001). Practice theory. In T. R. Schatzki, K. Knorr Cetina, & E. von Savigny (Eds.), The practice turn in contemporary theory. London: Routledge.
   Google Scholar
• Smith, D. E. (1984). Textually mediated social organization. International Social Science Journal, 36(99), 59–76.
   Google Scholar
• Spee, A. P., & Jarzabkowski, P. A. (2009). Strategy tools as boundary objects. Strategic Organization, 7(2), 223–232. doi: 10.1177/1476127009102674
   Web of Science ®Google Scholar
• Spee, A. P., & Jarzabkowski, P. A. (2011). Strategic planning as communicative process. Organization Studies, 32(9), 1217–1245. doi: 10.1177/0170840611411387
   Web of Science ®Google Scholar
• Spender, J.-C. (1989). Industry recipes: The nature and sources of managerial judgement. Oxford: Blackwell.
   Google Scholar
• Suchman, L. (2005). Affiliative objects. Organization, 12(3), 379–399. doi: 10.1177/1350508405051276
   Web of Science ®Google Scholar
• Useem, M. (2000, October 30). Dot-coms: What have we learned? Fortune, pp. 82–104.
   Web of Science ®Google Scholar
• Vaara, E., Kleymann, B., & Seristö, H. (2004). Strategies as discursive constructions: The case of airline alliances. Journal of Management Studies, 41(1), 1–35. doi: 10.1111/j.1467-6486.2004.00419.x
   Web of Science ®Google Scholar
• Vaara, E., Sorsa, V., & Pälli, P. (2010). On the force potential of strategy texts: A critical discourse analysis of a strategic plan and its power effects in a city organization. Organization, 17(6), 685–702. doi: 10.1177/1350508410367326
   Web of Science ®Google Scholar
• Walsh, J. P., & Ungson, G. R. (1991). Organizational memory. Academy of Management Review, 16(1), 57–91. doi: 10.5465/AMR.1991.4278992
   Web of Science ®Google Scholar
• Weick, K. E. (1979). The social psychology of organizing (2nd ed.). New York, NY: McGraw–Hill.
   Google Scholar
• Weick, K. E. (1995). Sensemaking in organizations. Thousand Oaks: Sage.
   Google Scholar
• Weick, K. E. (2001). Making sense of the organization. Oxford: Blackwell.
   Google Scholar
• Werle, F., & Seidl, D. (2015). The layered materiality of strategizing: Epistemic objects and the interplay between material artefacts in the exploration of strategic topics. British Journal of Management, 26(S1), S67–S89. doi: 10.1111/1467-8551.12080
   Web of Science ®Google Scholar
• Wernerfelt, B. (1984). A resource-based view of the firm. Strategic Management Journal, 5(2), 171–180. doi: 10.1002/smj.4250050207
   Web of Science ®Google Scholar
• Whittington, R. (1993). What is strategy and does it matter? London: International Thomson Business Press.
   Google Scholar
• Whittington, R., & Cailluet, L. (2008). The crafts of strategy. Long Range Planning, 41(3), 241–247. doi: 10.1016/j.lrp.2008.03.003
   Web of Science ®Google Scholar
• Winsor, D. (2000). Ordering work: Blue-collar literacy and the political nature of genre. Written Communication, 17(2), 155–184. doi: 10.1177/0741088300017002001
   Web of Science ®Google Scholar
• Yates, J. (1989). The emergence of the memo as a managerial genre. Management Communication Quarterly, 2(4), 485–510. doi: 10.1177/0893318989002004003
   Google Scholar
• Yin, R. K. (1989). Case study research: Design and methods. Thousand Oaks, CA: Sage.
   Google Scholar